For the board, HR and L&D
From strategic challenge to visible leadership.
Leadership development has to deliver on its promise. We start with your organisation’s challenge, explore the context in which leaders learn and measure what observably changes.
The context paradox
We train the leader, while the environment retrains them every single day.
A programme may say: give trust. A system may say: make no mistakes. A programme may say: invite dissent. A boss may say: I don’t want moaning, I want solutions. Guess which message wins on Monday morning.
That is why we always look at the interplay: person, behaviour, relationship, system and context. HR and L&D organise and connect; the board and the client own the development challenge; leaders practise and take responsibility.
What are you up against?
Sound familiar?
The thoughts leaders share with us most often. Tap what you recognise: underneath is what it’s really about.
0 recognised
Two programmes
Six days, each with an assignment for Monday.
Every session ends with a transfer to practice: one concrete assignment in a real situation.
Team leaders managing people for the first time
From professional to leader
| Day | Theme and central question | Transfer to practice |
|---|---|---|
| 1 | From professional to leaderWhat changes now that I am a manager? | Choose one activity you will no longer do yourself and consciously change how you spend your time. |
| 2 | Giving direction and clarityHow do I make sure people know what is expected of them? | Hold a results conversation in which you make outcomes, boundaries, responsibilities and progress explicit. |
| 3 | Letting go and ownershipHow do I get team members to take responsibility? | Delegation Challenge: delegate three responsibilities more deliberately and at a higher level. |
| 4 | Coaching and developingHow do I get team members to think and grow for themselves? | Hold two coaching conversations in which you deliberately offer no solutions. |
| 5 | Being clear when things get tenseHow do I hold someone to account without damaging the relationship? | 72-hour Challenge: within 72 hours, have a conversation you have been putting off. |
| 6 | From individuals to a teamHow do I build a team that functions ever more independently? | Draw up a personal 90-day Leadership Action Plan with no more than three concrete behavioural changes. |
Experienced leaders who manage other managers
From team leader to leader of managers
| Day | Theme and central question | Transfer to practice |
|---|---|---|
| 1 | From team leader to leader of managersWhat changes in my contribution now that I manage managers? | Let the responsible manager handle a situation you would normally take over yourself, and discuss the effect afterwards. |
| 2 | Direction and cohesion across teamsHow do I make sure managers work together towards the right results? | In a meeting, make three shared priorities and the key dependencies between teams explicit. |
| 3 | Mandate, decisions and ownershipHow do I give room without losing control of the whole? | For three recurring decisions, agree who decides, within what limits and when escalation is needed. |
| 4 | Developing managersHow do I make my managers stronger at leading their own teams? | Hold a development conversation with each manager: one visible behaviour and one practice assignment for the coming month. |
| 5 | Clarity and courage at the second levelHow do I hold managers to account on their results and on their leadership? | Within 72 hours, have a conversation you have been putting off, and schedule a follow-up. |
| 6 | Building a strong management teamHow do I get my managers to function as a team and make the organisation less dependent on me? | Draw up a 90-day plan with no more than three behavioural changes, a new management rhythm and two evaluation points. |
No time to lose
This is why, as a leader, you have no time to lose.
43%
of employees say they need more feedback and guidance from their manager
of managers say they need additional knowledge and skills to perform more effectively in their role
of employees have at some point considered resigning because of their manager
of sickness absence cases can be traced back to increased psychosocial workload caused by poor leadership
According to research by TNO and Gallup.
What we offer
It doesn’t always have to be a journey.
The journey is the flagship. But theme sessions, masterclasses, short interventions based on your needs and coaching are just as good a start. We look at the challenge first, then at the format.
Discuss what fits- The leadership journey9 months · 8 leadersThe flagship. A distinctive, one-of-a-kind nine-month programme across the six dimensions.
- 01 Programme for team leaders6 daysFor first-time leaders: from professional to leader.
- 02 Programme for leaders of leadersExperienced leadersFor those who manage managers: from team leader to leader of leaders.
- 03 Management DevelopmentTailor-madeSetting up MD programmes for your organisation.
- 04 Executive and management teamsGuidanceGuiding and developing executive and management teams.
- 05 Team developmentTailor-madeFrom a group of individuals to a team that works ever more independently.
- 06 StrategyDevelopment and implementationDeveloping strategy and making it land in behaviour and daily routines.
- 07 Theme sessions and masterclassesShortShort interventions based on your needs.
- 08 Personal coachingOne-to-oneFor managers and board members.
- 09 The online platform5 days freeKahunas, assessments, models and 30 days of courses. Along the journey, or on its own.
What makes Dutch Kahuna different
Not a collection of separate courses, but one development architecture.
- 1
The person behind the leader is the starting point
Not a desired style, but the person who applies the skills. Beliefs, values, emotions, reflexes and patterns determine what someone actually does under pressure.
- 2
Not a one-off training but a journey
Learning, experiencing, applying, reflecting and choosing again. Daily practice is an essential part of the learning process.
- 3
Six dimensions, one whole
From self-knowledge and relationships to decision-making, change, development and a focus on the future.
- 4
Small groups and real encounters
Participants get to know each other properly, invite dissent and act as a mirror for each other’s behaviour.
- 5
Visible behaviour as proof
Beyond inspiration and positive evaluations: practical assignments, feedback, behavioural evidence and the return moment after a hundred days.
- 6
Experienced leaders guiding leaders
Our Partners have carried leadership or entrepreneurial responsibility themselves. They use that experience to ask better questions, not as a recipe.
- 7
Lasting development after the journey
Return days, coaching, peer supervision, masterclasses and an alumni community.
- 8
People remain responsible
AI is a tool for reflection, analysis and exploration. Not an authority that judges leaders.
Mapping the route together
What will others notice?
The ultimate measure is not how much a leader has learned, but what others and the organisation notice in day-to-day practice. That is where we start the conversation.
Ask your question
About a training, the Academy or your situation. We respond within one working day.
Ask your questionSchedule a conversation
About your challenge, your leaders and the format that suits them.
Schedule a conversationDiscuss a masterclass
A no-obligation conversation about a themed session or masterclass.
Call 06 - 4607 1847